Extract of sample"Conflict resolution"

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Employees can at times become under-motivated due to workload, stress, and not getting a raise. For example, if a worker at a company is making three to five orders a day, and then the manager raises the quota to ten orders a day, they will eventually become burned-out if the pace is sustained for too long. The employee may then react by brining their personal stresses and worries into work, in process of emotional contagion that reflects on the entire workplace. Workers who are burnt out are also more likely to give up projects. There are various coping strategies that employees who are stressed or burnt out can use to combat the problem of employee burn out on different levels of the organization. The professional requires a workplace that is free of emotional contagion, stress, and dissonance. And this is what Michael’s workplace seems to be trying to do with its employees by making more links between work, society, and the employee, as well as presenting a united front to management regarding goals of motivation and output. However, Michael needs to make a decision. “From what has been theorized and inferred, it is understandable that job insecurity is highly threatening to employees given the prospect of losing the positive material, social, and psychological benefits associated with employment (De Witte, 1999)” (Reisel, 2007).
Long term plans for the situation in which Michael finds himself must focus on stress and coping in the employee environment. The case of Michael shows how often an environment in which an integrated approach to work can reduce conflict, and allow managers to better meet the needs of all of their employees, rather than just some of them. From one perspective, Michael could try performance-based rewards, if employees are not finding as much intrinsic rewards in their work as they could be. In other words, Michael should try offering
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